2005: The leadership hearing from industry, WPAFB and the community that when they needed something, some expertise, they didn’t know who to call to get it done. There was a fence around the university higher than the one at the base Realized that Wright State was also a key economic driver of the region President David Hopkins and the rest of leadership made a decision to make a strategic investment, creating the Wright State Research Institute

3-fold mandate #4 At the same time, we also saw the needs of sponsors changing

… but rather at cross-disciplinary intersections. You can’t solve a mechanical engineering problem anymore with just a mechanical engineer. The complexity of today’s challenges demands a different approach: We all know era diminishing budgets

Outcomes-based: DRIVES EVERYTHING WE DO Leveraging, not duplicating, existing assets (knowledge or capital): I have a renowned human factors engineer Strategic partnerships that bring the best and brightest, regardless of geographic location or organizational affiliation Organizational flexibility to conduct business with federal, state, and commerce sectors. The university does not face business the way business is used to being faced. Does not move at the speed of business. It takes 120 days to invoice via the university process, and that’s an eternity to business

In 5 years … just the impact to the university

How do we do this? Four core business areas, aligned with the state’s economic development priorities

For people with disabilities; improving the speed of technological advances for the disabled

Every year $4 billion dollars comes through WPAFB and then leaves WSRI and some industry partners developed a concept to Keep some of that here With the BRAC, there was an opportunity to create a one-stop shop around the 711 Human Performance Wing and the expertise of researchers and business/contractors here. We work together to bring a large piece of the pie – we all get some of the pie. Build teams across the HPC to go after work Accelerate the AF research agenda by investing in infrastruture to support their research – we then accelerate their timeline

Resources used to invest in infrastructure needed to secure Air Force work

Given that model, The Wright State Research Institute, through its Defense Aerospace Graduate Studies Institute, is working with its sister institutions of higher education to build an aerospace curriculum that links education and training, research, technology commercialization and new job creation for the Dayton Region and the State of Ohio.

We have recognized along with our industry partners, a need for qualified workers We have a University System of Ohio that recognizes the priority and challenge But has asked for our assistance in implementing a well-grounded solution For Aligning training with what we want the workforce to become

IN the eyes of industry, this effort falls into three basic categories: • Traditional students ° Current employees seeking advancement • Displaced workers seeking retraining Educational path with the longest lead time is traditional academic environment i.e. te OBR degree approval process. We are NOT targeting this group through that. Would take 6 years from now for a student to graduate. Accelerate the timeline within this matrix?

Though opportunies exist

PROBLEM: Gaining access to recognized skills that advance one in an organization SOLUTION:

Not distinct to Ohio but especially here is potential to infuse talent base w another layer of worker who has significatn skills but needs help translating that into a meaningful package for the Defense and Aerospace industry

IN the eyes of industry, this effort falls into three basic categories: • Traditional students ° Current employees seeking advancement • Displaced workers seeking retraining Educational path with the longest lead time is traditional academic environment i.e. te OBR degree approval process. We are NOT targeting this group through that. Would take 6 years from now for a student to graduate. Accelerate the timeline within this matrix?

So here’s the model The state is seeking help in implementing a well-grounded solution For Aligning training with what we want the workforce to become

Created DAGSI Vision: Ohio will invest $8 million in the effort over two years funding contained in the biennial budget recently signed by Gov. John Kasich. The Wright State Research Institute, through its Defense Aerospace Graduate Studies Institute, will work with its sister institutions of higher education to build an aerospace curriculum that links education and training, research, technology commercialization and new job creation for the Dayton Region and the State of Ohio increase research that results in the commercialization of aerospace technology and booste graduate education to fill the pipeline with talent to feed emerging and growing businesses, Wright State University will serve as the lead for institutions in the University System of Ohio along with the Air Force Research Laboratory and Wright-Patterson Air Force Base in developing programs for an emerging workforce that align with aerospace and defense-related needs.

HPC plays an important role Generate a mometum with these organizations that already recoznise the value of partnering with a university. They fully believe in our capabiliy to achieve a successful program

How we get it started OBR did a ton of work

CUPA did a signisifcant part of the survey

We will look at gaps and release a set of RFPs Would be released to orgs within the state including our sister institutions who think they can create a novel solution to fill the gap NOT to stand up a course or program, but fill a gap

Articulates those paths Want employers and employees to have a single portal to identify the sources of skills/training they need, and where to get those

Help link industry training dollars, JobsOhio and this inititave so employers can extend their training budgets to support continuing educaation

One Model: At Wright State we’ve created our GEMS program after Surveying business community

Just one example Accelerated the students’ experience because they are working while getting education. Paid a living wage Given industrial company an opportunity to test-drive a potential new employee And be cost-cometitive beause reserouce is less expensive than getting someone from the marketplace Win-win

Again, that is just one model… Within the RFP responses, our sister instutitions look at how to best fill the identified gaps they can offer OTHER novel models that have incentivized the DoD to have active engagement in the process , in other words Get them invested in solving their workforce problem

Within WSRI and the HPC, we are combining our talents with the key infrastructure needed to support the Air Force That extends to DAGSI, with our sister institutions – cobbling our pockets of excellence into articulated pathways To fill pipeline with talented people to support the needs of business That will position the state Drive Job creation as a result And fulfill our mandate to drive economic development

6.
Introduction <ul><li>MANDATE: </li></ul><ul><li>Front door to university expertise </li></ul><ul><li>Raise research profile of university </li></ul><ul><li>Key driver of economic development for the region </li></ul><ul><li>Adapt to the changing needs of sponsored research </li></ul>

8.
Who We Are <ul><li>OUR MODEL: </li></ul><ul><li>Outcomes-based </li></ul><ul><li>Leveraging, not duplicating, existing assets (knowledge or capital) </li></ul><ul><li>Strategic partnerships that bring the best and brightest, regardless of geographic location or organizational affiliation </li></ul><ul><li>Organizational flexibility to conduct business with federal, state, and commerce sectors </li></ul>

9.
Who We Are <ul><li>IT WORKS: </li></ul><ul><li>$10 million annual portfolio </li></ul><ul><li>60 staff </li></ul><ul><li>Will double this year </li></ul><ul><li>Engaged 20 faculty across four colleges in our portfolio </li></ul><ul><li>Funded 37 students from four colleges </li></ul><ul><li>Supported 31 summer STEM interns (high school/college) </li></ul>

16.
Human Performance Consortium <ul><li>THE CONCEPT: </li></ul><ul><li>Open coalition of the willing </li></ul><ul><li>Collaboration among academic/industry/government </li></ul><ul><li>Opportunity in Human Performance because of BRAC </li></ul><ul><li>Region becomes strategic partner of Air Force Research Lab through creation of one-stop-shop </li></ul><ul><li>Enable AF to access the best and the brightest </li></ul><ul><li>Accelerate AF research agenda as state/region invest with AFRL (infrastructure) </li></ul>

17.
Human Performance Consortium <ul><li>INVESTMENTS BY PARTNERS: </li></ul><ul><li>HPC academic/industrial members </li></ul><ul><ul><li>$80+million in research infrastructure to region by more than 20 members </li></ul></ul><ul><li>State invested $5 million in capital infrastructure </li></ul>

18.
Human Performance Consortium <ul><li>RESULTS </li></ul><ul><li>Three multi-million dollar contracts from the Human Effectiveness Directorate </li></ul><ul><ul><li>Each award is 5 years </li></ul></ul><ul><ul><li>Total ceiling $11.4 m </li></ul></ul><ul><li>$8 million from the State of Ohio for workforce development </li></ul><ul><ul><li>Will create 250 jobs in region to start </li></ul></ul>

20.
Workforce Development “ Job development and workforce development are a critical element of growing our business, and supporting industry and the community here.” - Dennis Andersh, VP, Science Applications International Corporation “ This is the kind of thinking that comes naturally for universities. With Ohio's wealth of good colleges, it can be a blueprint for economic success.” - Jim Petro, Chancellor Ohio Board of Regents “ To strengthen ties between the graduate curriculum and the aerospace industry, we will … fill the pipeline with students to support the needs of existing and emerging businesses.” - David Hopkins, President Wright State University

22.
Workforce Development <ul><li>TRADITIONAL STUDENTS: </li></ul><ul><li>PROBLEM: Alignment of degrees in relevant fields that offer clear career path </li></ul><ul><li>SOLUTION: State has accomplished this </li></ul>

24.
Workforce Development <ul><li>DISPLACED WORKERS: </li></ul><ul><li>PROBLEM: Have a related experience, but need courses to augment skills </li></ul><ul><li>SOLUTION: Put them through professional certification/development to meet employer needs </li></ul>

25.
Workforce Development <ul><li>CHALLENGE: </li></ul><ul><li>Helping potential employers recognize workers’ existing skills and identify how to augment to fill an open position </li></ul>

27.
Workforce Development <ul><li>MODEL: </li></ul><ul><li>Institutions work together across state to identify where programs and resources are </li></ul><ul><li>Combine courses/certifications to augment workers’ skills, meet employers’ needs. </li></ul>

29.
DAGSI <ul><li>DEFENSE & AEROSPACE GRADUATE STUDIES INSTITUTE </li></ul><ul><li>VISION: To work with industry, AFRL and other organizations across the state to link education and training, research, and technology commercialization together for workforce development and job creation </li></ul><ul><li>Awarded $8 million from state in July </li></ul>

38.
DAGSI <ul><li>MEIE STUDENTS: </li></ul><ul><li>Can be employees of the University </li></ul><ul><li>Structured similarly to medical residency model </li></ul><ul><li>Work requirement of 75% FTE – access to full University benefits </li></ul><ul><li>Tuition paid for as part of this benefit package </li></ul><ul><li>Work on these projects </li></ul><ul><li>Salary between $30,000 - $40,000 </li></ul>

39.
DAGSI <ul><li>POTENTIAL: </li></ul><ul><ul><li>Models can be customized for individual partners (industry or government), or population depending on specific needs and goals </li></ul></ul><ul><ul><li>Pair of small businesses ready to commit to create 40-50 jobs leveraging this model </li></ul></ul><ul><ul><li>Models facilitate integration of well prepared and appropriately trained workforce into existing gaps within industry </li></ul></ul>

40.
SUMMARY <ul><li>CREATIVE SOLUTIONS ENABLE US TO: </li></ul><ul><li>Combine our collective talents with key infrastructure </li></ul><ul><li>Fill the pipeline with talented individuals to support the needs of existing and emerging businesses </li></ul><ul><li>Position the State of Ohio as a long-term strategic partner with AFRL in the human performance domain </li></ul><ul><li>Drive job creation and retention in Ohio </li></ul><ul><li>Fulfill our mandate to drive Ohio’s economic development </li></ul>